Page 245 - TPM A Route to World-Class Performance

Case studies 219

developed a TPM site for the companfs Intranet system in his spare time.
Chris Rose was so impressed with Fiore’s work that he showed the Plant
Duector what he had done, and Fiore was seconded from the shopfloor so
that he could develop the project.
Workers from all departments can log in and take a look at the work of the
different TPM teams. Photographs of each piece of machinery can be found
on the relevant TPM team pages. By clicking onto a specific part of the machme,
a new screen is revealed which gives details of TPM actions and cost savings
for that area of the madune.
Chris Rose comments: ’The TPM Team page on the Intranet site has been
invaluable in educating all staff about what we are doing with TPM.’
The site can also be accessed by Adams factories and offices overseas.

3.0 Benefits
For all staff at Adams Manchester, TPM is a common language that previously
did not exist - and OEE is the cornerstone of this language. Says Chris:
‘Everyone, from finance to operators and maintainers, know what the OEE is
and the sigruhcance of improvements.’
A recent Human Resources (HR) audit carried out by an American team
established that the introduction of TPM had improved company worker
morale, as people felt they were being involved in the decision-making process.

Involving finance
The Finance Deparhnent has been heavily involved in the implementation of
TPM. Manufacturing Accounting Manager, Liz Morton, comments: ’We had
to be able to show that real cost savings were being made with TPM or why
do it? TPM cost money in that we were taking staff from the shopfloor to
engage in TPM meetings and training. We had to ensure that this was going
to be money wisely invested.’
Liz is also involved in the production of annual business plans. TPM, and
the costs and savings involved, are a vital part of this plan.
Liz Morton spent time with the TPM teams and calculated a value for a 1
per cent improvement in OEE. Continues Liz: ’Putting a value to OEE
improvements was a good starting point. It provided a way to bridge the gap
between TPM and the shopfloor, and management and finance.’
In tern of value for money, one key area that Liz looked at first was
process bottlenecks. Explains Liz: ‘At Adams, individual machines do not
operate in isolation. This means that unless you first target bottlenecks in the
process, you could waste a lot of time making improvements that never show
up on the bottom line.’
Through her role in finance and a focus on activity-based costing, Liz
Morton has assessed the big picture and agrees that TPM improvements can
have an enormously beneficial knock-on effect. She says: Tf a machine breaks
down, then we have no product being produced, staff being paid to do nothing,